Communities of Practice: Passing the Fitness Test by Olivier Serrat

Organization, People, Knowledge, and Technology for Learning

OLIVIER SERRAT

Principal Knowledge Management Specialist Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank

THE THREE DIMENSIONS OF ASKING, LEARNING, AND SHARING

Organization, People, Knowledge, and Technology for Learning

ATTRIBUTES CoPs are groups of people who share a passion for something they

know how to do and who interact regularly to learn how to do it better. They enhance learning and empower people in their work. They have become an accepted part of organizational development.

Member

SHORT-TERM VALUE • help with challenges • access to expertise • confidence • fun with colleagues • meaningful work

LONG-TERM VALUE • personal development • reputation • professional identity • collaborative advantage • marketability

Organization

• problem solving • time saving • knowledge sharing • synergies across units • reuse of resources

• strategic capabilities • keeping abreast • innovation • retention of talents • new strategies

One of the challenges of development is how to access and share tacit knowledge. Tacit knowledge needs must be transmitted by special methods.

Learning organizations build CoPs, leverage them with effect, and link them to networks of practice.

The simple act of joining and being regularly involved in organized groups has a very significant impact on individual health and well-being.

Organization, People, Knowledge, and Technology for Learning

BASIC STRUCTURE Most CoPs comprise a core group, an inner circle, and an outer circle.

The core group manages the CoP based on an agreed coordination mandate. It provides secretarial support as necessary.

The inner circle serves as a steering committee with an informal structure, meeting once or twice a year. (Individual members may contact the core group on demand.)

Organization, People, Knowledge, and Technology for Learning

The outer circle embraces interested members, contributors, and readers in a loose network.

ESSENTIALS

Structure. The balance of formal and informal relationships. Hierarchy is not an important element to CoPs. Most CoPs crosslink organizational units and organizations.

Mandate. The priority that Management ascribes to the CoP, with resource implications. It defines the thematic focus and the expected results. It opens the space for self-commitment by members.

Domain. The definition of the area of shared inquiry (thematic orientation) and of the key issues that relate to it. Community. The relationships among active members and the sense of belonging that these give them.

Motivation. The personal interest and priority that members assign to the CoP in their daily work.

Organization, People, Knowledge, and Technology for Learning

Practice. The body of information and knowledge, e.g., methods, stories, cases, tools, documents, and associated know-how. Each member has a practice in the domain, which other members recognize.

GENERIC ACTIONS EDUCATE CoPs are a familiar experience, but staff members need to understand how the new CoP fits in their work • Conduct workshops to educate management and potential members about the CoP’s approach. • Help staff members appreciate how CoPs are inherently selfdefined and selfmanaged. • Establish a language that legitimizes the CoP and establish its place in the organization. SUPPORT CoPs can use light-handed guidance and technology infrastructure • Identify needs and define adequate infrastructure without undue reliance on complex technology. • Provide process support, coaching, and logistic assistance.

SET THE STRATEGIC CONTEXT A strategic context lets the CoP find a legitimate place in the host organization • Articulate a strategic value proposition. • Identify critical development challenges. • Articulate the need to leverage knowledge.

GET GOING Cultivate the CoP quickly to create early examples that allow staff members to learn by doing • Articulate a strategic value proposition. • Identify critical development challenges. • Articulate the need to leverage knowledge.

Organization, People, Knowledge, and Technology for Learning

INTEGRATE ADB must have structures and processes to include the CoP, while respecting its roots in personal passion and engagement • Integrate the CoP in the business processes of the organization. • Identify and work to remove obvious barriers. • Align key structural and cultural elements.

ENCOURAGE Practitioners usually see the value of working as a community but may feel the organization is not aligned with their understanding • Encourage participation. • Value the work of the CoP. • Publicize success.

AREAS OF COMPETENCE FOR COMMUNITIES OF PRACTICE

STRATEGY DEVELOPMENT A strategy is a long-term plan of action designed to achieve a particular goal.

MANAGEMENT TECHNIQUES Leadership is the process of working out the right things to do. Management is the process of doing things right. Organization, People, Knowledge, and Technology for Learning

AREAS OF COMPETENCE FOR COMMUNITIES OF PRACTICE

COLLABORATION MECHANISMS When working with others, efforts sometimes turn out to be less than the sum of the parts. Too often, not enough attention is paid to facilitating effective collaborative practices.

Organization, People, Knowledge, and Technology for Learning

AREAS OF COMPETENCE FOR COMMUNITIES OF PRACTICE

KNOWLEDGE SHARING AND LEARNING Two-way communications that take place simply and effectively build knowledge.

KNOWLEDGE CAPTURE AND STORAGE Knowledge leaks in various ways at various times. Organization, People, Knowledge, and Technology for Learning

CRITICAL An organization is ready to host a CoP (and allocate resources to it) SUCCESS FACTORS if: • The domain is of strategic importance to the host. • The host recognizes knowledge management and learning as important. • The CoP and its host share common values. • The results are relevant and beneficial for the host and its staff members. Community • A domain that energizes the core group and inner circle • Skillful and reputable managers and facilitators • Involvement of members • The details of practice are addressed • Right rhythm and mix of activities

Organization • Strategic relevance of the domain • Management sponsorship (without micromanagement) • Judicious mix of formal and informal structures • Adequate resources • Consistent attitude

Function(s) • Clearly delineated function(s) • Capacities, skills, resources, and systems match function(s)

A successful CoP is able to cope with the organizational culture (and pragmatism) of its host.

Organization, People, Knowledge, and Technology for Learning

RECURRENT AREAS FOR TESTING Domain

• Is the area of shared inquiry, the key issues that relate to it, and the function(s) of the CoP strategically relevant to ADB? • Are the topics of interest to all members? • Do all members have their own practice in the domain?

Membership

• Is the relevant experience on board? • Is the heterogeneity of the members assured? • Is the CoP open to new members and advertised as such?

Norms and Rules

• Are roles and accountabilities defined in a common agreement? • Are both distant contacts and face-to-face meetings possible? • What is the balance between giving and taking among members?

Structure and Process • Is the chosen structure clear and flexible enough? • Are key roles in the core group defined, e.g., manager, facilitator, and back-stopper? • Is the step-by-step work planning process open and transparent? Flow of Energy

• Do members care about common interests, commitment, and trust? • Are there regular face-to-face events? Are social moments celebrated? • Is the history of the CoP alive and shared with new members?

Results

• Is delivering and reporting on tangible results a common concern? • Do members draw direct and practical benefits from their involvement? • Are results officially recognized by ADB?

Resources

• Do members have sufficient time for the CoP? • Is ADB willing to provide time, space, and incentives? • Is CoP facilitation attractive and stimulating?

Values

• Is listening to others a cardinal virtue? • Are members willing to give without immediate return? • Is diversity in thinking and practice validated?

Organization, People, Knowledge, and Technology for Learning

VALUE AND BENEFITS OF COMMUNITIES OF PRACTICE TO ADB

ADB’s numerous and diverse CoPs are the heart and soul of knowledge sharing in ADB. This owes to the social and organizational capital (experiences, insights, and perspectives) their members offer. They can also play a leading role in helping ADB to lend smarter. • They can influence development outcomes by promoting greater and better informed dialogue. • They can promote innovative approaches to address specific development challenges. • They can develop, capture, and transfer best practices on specific topics by stimulating the active sharing of knowledge. • They can link a diverse groups of practitioners from different disciplines and are thus intertwined with ADB’s organizational structure. • CoPs serve as an ongoing learning venue for staff members (and outside practitioners) who share similar goals, interests, problems, and approaches. • They can respond rapidly to individual inquiries from members and ADB audiences, clients, and partners with specific answers

Organization, People, Knowledge, and Technology for Learning

ENHANCING KNOWLEDGE MANAGEMENT UNDER STRATEGY 2020: PLAN OF ACTION (2009-2011)

Organization, People, Knowledge, and Technology for Learning

EMPOWERING CHALLENGES COMMUNITIES OF • Limited outreach to staff members, including those in RMs and ROs PRACTICE IN ADB • Because of their limited budget, some CoPs may not yet be able to deliver their functions fully • The mandates and work of the CoPs should be better synchronized with the priorities of Strategy 2020

CoPs Galvanize social capital, knowledge sharing, learning, and change

Agriculture, Rural Development, and Food Security Education Energy Environment Financial Sector Development

Gender Equity

Social Development and Poverty

Health Public Management and Governance Public-Private Partnership Regional Cooperation and Integration

Transport Urban Water …

PROPOSED ACTIONS 1. 2. 3. 4.

Ensure that CoPs and networks of practice become an integral part of ADB’s business processes Increase the budget of CoPs to an appropriate level, based on a clear set of objectives and measurable outcomes of improved knowledge management Require the CoPs to engage in external partnerships including regional and nonregional knowledge hubs Review the role of knowledge management coordinators and identify ways to harness their knowledge, skills, and experiences to empower CoPs

Organization, People, Knowledge, and Technology for Learning

KNOWLEDGE MANAGEMENT AND LEARNING WEBPAGES

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COMMUNITIES OF PRACTICE WEBPAGES

Organization, People, Knowledge, and Technology for Learning

COMMUNITIES OF PRACTICE WEBPAGES

Organization, People, Knowledge, and Technology for Learning

KNOWLEDGE SOLUTIONS

KNOWLEDGE SHOWCASES

Organization, People, Knowledge, and Technology for Learning

SURVEYS OF ADB-HOSTED COMMUNITIES OF PRACTICE

Areas of Inquiry • Extent of participation in CoPs • Insights into the clarity of domains • Perceptions of the value-added by particular CoPs • Success factors • Insights into the varying possible functions of CoPs • Dimensions of participation in specific CoPs (including incentives) • Perceptions of ADB’s approach to CoPs • Recommendations to strengthen effectiveness

Organization, People, Knowledge, and Technology for Learning

2011 SURVEY KEY RESULT AREAS OF ADB-HOSTED COMMUNITIES • Domain. The areas of shared inquiry of CoPs are of undoubted OF PRACTICE interest to their members. The ability of some CoPs to inspire members may owe to issues of weak CoP leadership or the inability or unwillingness of members to prioritize their time for participation. • Membership. It is reasonable to assume that all CoPs have access to the relevant experience they need. Broadening the diversity of membership by including ADB’s partners is worthy of further consideration as is the need to improve staff awareness of CoPs and thereby extending access to CoPs. • Norms and Rules. It is difficult to ascertain the balance between giving to and taking from CoPs but active membership of a CoP suggests that members receive enough from their involvement to justify their participation. • Structure and Process. Some CoPs members referred to weak leadership or overly controlling leadership whilst others praised the work of their core groups. The planning process for some CoPs was described by members as weak or, in some cases, non-existent. • Flow of Energy. CoPs need to be more creative of ways to engage members in shared activity by learning from the experiences of those that have successfully achieved the involvement of remote members.

Organization, People, Knowledge, and Technology for Learning

2011 SURVEY • Results. Respondents had very different ideas about what results their CoPs were aiming to achieve. Some viewed results OF ADB-HOSTED COMMUNITIES in organizational terms or in terms of professional and career OF PRACTICE development. The two are not mutually exclusive, indeed one of the strengths of CoPs should be their ability to deliver different types of results. • Resources. Many CoP Members identify time as the main obstacle to their involvement. Whilst officially sanctioned and even encouraged, the experience reported by some respondents was that their managers appeared to be only lukewarm in their support of time spent on CoPs. CoP facilitation varies from stimulating to being in need of injection of fresh ideas. • Values. Because the absence of evidence is not the same as the evidence of absence it is not possible to comment on the ‘fitness test’ questions concerning CoP values.

Organization, People, Knowledge, and Technology for Learning